Two measures help to ensure that expectations are in line with the defined organizational sales strategy. First, clarity is achieved by using the SMART criteria for goal setting. Most organizations are familiar with these. They specify that expectations should be specific, measurable, achievable, realistic, and timely. Second, by using an online performance support system in which salespeople can enter goals and action plans, both sales manager and salesperson can jointly track and monitor progress towards goal achievement.

Performance research has also confirmed that expectations which are defined and tracked are far more likely to be achieved. This moves us closer to execution of a successful sales strategy.9 Discussion of a computer-based goal tracking system brings us to the final critical link in our system, ensuring outcomes.

7. Is there a mechanism in place to track progress towards sales goals that will ensure accountability for, and adherence to, sales practices and behaviors?
Once we have clarified what sales practices and behaviors are critical to achieving the desired sales results, a mechanism is needed to ensure that they are being effectively executed across the sales force.

Fortunately, the same performance system used for setting expectations and planning actions can also be used to track goal progress. This final element in our system can be used in an ongoing way to ensure that salespeople and sales managers do what they say they will do with key, high-potential customers.

In Conclusion:

The path from setting sales strategy goals to obtaining measurable sales results requires support; commitment; accountability; execution; and, most of all, leadership. The majority of leadership and execution behaviors described call for perspiration, not inspiration.

The task of providing a compelling and strategic sales strategy, of gaining commitment to it, and of keeping people engaged as they move toward achievement is not esoteric. It does require discipline and effort. The payoff, however, can be substantial. The writers believe that any organization can achieve a competitive advantage by keeping a laser-like focus on implementing the common sense steps described in this article.